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Building a Flexible – and Sustainable – Volunteer Engagement Program

January 31, 2012

Confidential and Proprietary

Erin DieterichDiscovery Communications

Vicky Hush VolunteerMatch

Sue Osten UnitedHealth Group

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To Ask Questions

Type questions into the box on the right side of the your screen

Submit via Twitter to @VM_Solutions using “#BPNFlexEVP”

We will pose questions at the end of the presentation

What’s this all about?

Why Volunteering is Important

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of Americans expect a company to use resources such as employee volunteerism to support a nonprofit or social cause. – LBG Research Institute 2009

of respondents from companies that consider themselves successful at achieving their business goals via philanthropy say that their involvement in corporate volunteerism is more important now than three years ago.- 2011 Forbes Insights, Corporate Philanthropy

of people who volunteer through their workplace, report higher rates of physical and emotional health. - UnitedHealthcare Do Good Live Well Study 2010

of Americans wish more of the products, services and retailers they use would support causes. - 2010 Cone Cause Evolution Study

78%

92%

86%

83%

Why Volunteering is Important

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Approximately 140 million people in the 37 countries studied engage in volunteer work in a typical year—that represents 12 percent of the total adult population of those countries.

If those 140 million volunteers comprised the population of a country, it would be the 8th largest country in the world.

Volunteers represent 44 percent of the nonprofit workforce in those countries.

– “Manual on the Measurement of Volunteer Work” International Labour Office of Geneva: ILO, 2011 (http://volunteermeasurement.org/about/projectoverview)

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What to look for in 2012?

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“The connection between engaged employees and CSR is growing.”

– “The Top 10 Trends in CSR for 2012,” by Tim Mohin, Forbes 1/8/2012 (http://www.forbes.com/sites/forbesleadershipforum/2012/01/18/the-top-10-trends-in-csr-for-2012/)

POLL

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Which volunteer program element is your organization focused on changing or improving in 2012?

• Measurement• Communication• Employee Recognition/Rewards• Partnerships• Training

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Assess, Adapt, Evolve&

REPEAT!

How Programs Evolve

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Easy Access, Choice Focused/Aligned with Business Open & Evolving

How Programs Evolve

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Ad Hoc Managed Defined Rooted Optimized

How Programs Evolve

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Ad Hoc Managed Defined Rooted Optimized

Ad Hoc Managed

Volunteer program has some consistency in terms of events and process, but does not have a long term strategic focus.

Defined and Proactive Rooted Optimized

Volunteer program is informal and organic.

There is a volunteer program with a defined and documented strategy and direction. The components of the program are well understood by core stakeholders.

There is a predictable and consistent volunteer program that is integrated into the culture of the company. The program has a core focus, goals and metrics, and an action plan to apply a program strategy.

Volunteer program is consistently growing and changing. Innovative strategy is applied to implement and strengthen the program, and feedback and evaluation is used to continually increase impact.

Employee & External Communications

Employee Recognition & Incentives

Evaluation & Measurement

Leadership Involvement

Nonprofit Partnerships

Organization & Training

Program Branding

Program Strategy

Skilled Volunteering

Components at each level include:

* Adapted from Carnegie Melon’s Capability Maturity Model

VolunteerMatch Program Change Model

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VolunteerMatch Program Change Model

Ad Hoc Managed

Employee & External Communications

Defined and Proactive Rooted Optimized

Organization & Training

Employee Recognition & Incentives

Evaluation & Measurement

Leadership Involvement

Nonprofit Partnerships

Program Strategy

Program Branding

Skilled Volunteering

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VolunteerMatch Program Change Model

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Skilled Volunteering

1. Defining strategy and guidelines for a customized skilled volunteering program

2. Structure and implementation3. Internal buy-in4. Launch steps

Ad Hoc Managed Defined and Proactive Rooted Optimized

Skilled Volunteering

VolunteerMatch Program Change Model

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Ad Hoc Managed Defined and Proactive Rooted Optimized

Employee & External Communications

1. Defining key audiences2. Setting communications goals3. Suggested tactics4. Long-term communications timeline

Employee & External Communications

Introduction to UnitedHealth Group’s Volunteer Portfolio Approach

Bringing Business Focus and Impact to Volunteering

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About UnitedHealth Group

Company Overview• Fortune 22 company in health care industry• 88,000+ employees – HQ in Minneapolis, MN area• Operations in all 50 states

and internationally

Mission: To help people live healthier lives

Core Values:Integrity, Compassion, Relationships, Innovation, Performance

Office of Social Responsibility, formed in 2006, manages United Volunteers and

United Giving Programs

OUR SOCIAL RESPONSIBILITY PRIORITIES:

1) Chronic disease prevention and care 2) Health (all other) 3) Community (non-health)

“Social responsibility is not

something we do ‘in addition’

to our work.” - CEO Steve Hemsley

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The Volunteer Portfolio Approach

What is the portfolio? • Concept similar to managing other businesses• Guides planning & decision-making around company-sponsored volunteering • Sets broad, 3-year targets for volunteering• The 3 SR focus areas balance/complement each other, offering choices/flexibility

Advantages of the Portfolio Approach:1) Maximizes impact, outcomes2) Provides clear direction to volunteer councils 3) Enables effective portfolio management

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Portfolio Targets for 2012 (3-Year Timeline)

*Based on hours tracked by employees in company-sponsored events

YearChronic Disease Health

Community Non-Health Total

2012 Target 15-25% 20-50% 35-55% 100%

2011 Actual 11% 24% 65% 100%

2009 Baseline Not available 31% 69% 100%

Implementing and Managing the Portfolio• Short-term activities for volunteer councils (first 6 months)

- Develop plan for supporting the transition to the new targets (year-on-year timeline) and share with leaders in the organization

- Take deliberate action to signal the new commitment internally

• Ongoing Portfolio Management- Identify new opportunities that align with portfolio

- Transition out of existing commitments, where appropriate - Measure and report on progress across the organization

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Tools such as BAR (Balance, Alignment, Results) and calendar templates are provided to planners

• Balance: Balanced portfolio offers mix of opportunities across focus area (chronic disease vs. health vs. community)

• Alignment: Activities are aligned with UHG’s SR commitment, emphasis on skills-based volunteering and alignment with Seasons of Service calendar.

• Results: Goals is to achieve impact and demonstrate service results with outcomes (e.g., pints of blood donated or other impact).

Raising the BAR on Performance

Month Volunteer Activity CD Health Comm. BAR

Feb. Heart Health Month health fair screenings

-Skills-based volunteering

Mar. Blood drive - On-going health opportunity

Apr. Earth Day cleanup -Earth Day Season of Service

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Results from Change to Strategic DirectionReporting Data 2008 2011 Trend

Employee engagement index score 70 78 11%

Volunteerism rate 71% 79% 11%

Volunteerism rate in company-sponsored events 33% 57% 73%

Hours logged by volunteers 52,711 Value of $1.0 M

>300,000Value of $6.4 M

469%

# of active volunteer councils 12 149 1,142%

Benchmarking

UHG far exceeds average benchmark of VolunteerMatch client companies forVolunteer Rate by Quarter (per 1,000 employees)

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Case Study: Discovery Communications

Erin Dieterich

Discovery Communications

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Discovery Impact EVP Overview

• Discover Your Impact Day • 3,000 employees (75%)• 5 continents, 35+ offices• 140+ projects

• Discovery Impact: Creating Change • 12-hour pro bono marathon• 200+ employee participants

• Discovery Impact: Rebuilding Alabama• Disaster relief program• 125 employees and on-air talent• 5 home rebuilds w/ Habitat

Harnessing the power of our employees talents to give back to the world that has given us so much.

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Discovery Impact: Creating Change

• Launched in 2010 – 1st Pro Bono Initiative

• Built off of excitement of Impact Day, and to foster a more creative work environment.

• 200+ employees donate over 3,000 hours of time to fulfill creative deliverables during 12-hour marathon event.

• Value = $360,000+ in-kind

• Nonprofits apply to be a part of the program through an online application

• All charity applicants are invited to the Creating Change Conference

• Employees express a renewed sense of creativity and commitment to the company following participation.

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Measurement Drives Change

• Each company has different metrics that matter • Qualitative & quantitative are important• Outside of “headline” metrics, it’s challenging to track by numbers

• Striving to improve on each program through collection of qualitative research• Survey all participants• Ask the right questions, not just the easy questions• Be open to negative feedback• Never settle with “good enough”• “Lessons Learned” internal meetings

• Communication generates excitement in “Version 2.0”• Create an evaluation of the program, identifying areas for improvement, and examples

of changes that could be made• Communicate changes and lessons learned

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Creating Change 2010 vs. 2011

• Application• Increased complexity• Entry numbers dropped from 240 to 150

• Conference• Expand to create a deeper impact• Diversify elements of the event• Base sessions on 2010 & 2011 application common requests

• Employee Team Structure• Create multi-disciplinary teams• Mix working teams

• Number of Nonprofits Selected• 2010- 40 charity partners // 2011- 24 charity partners• 2010- 200 employee volunteers // 2011- 200 employee volunteers• Deeper dive projects• “Super teams”

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What’s Next?

• Expansion into the UK (March ‘12)

• Further evaluation from 2011 surveys

• Outline version 3.0 framework

• Additional tracking of pro-bono projects to see how they are being utilized

• Looking for opportunities to apply the program structure to other departments

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Best Practices

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1Align with your culture – there’s no one size fits all! 2 Communicate – make

commitments visible

3 Measure, measure, measure (and adjust!) 4

Consider each program component, set vision for each

5Think about what comes next – version 2.0 and beyond!

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Assess, Adapt, Evolve&

REPEAT!

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Q&ASubmit questions using the box on the right side of your screen or Tweet questions to @VM_Solutions

using the hashtag #BPNFlexEVP

More On This Topic:

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A link to this resource will be emailed to all webinar registrants!

Stay Informed

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Blog (new look!):www.VolunteeringIsCSR.org

Twitter:@VM_Solutions

Special Nonprofit Session!Breakthrough Nonprofit Branding: Strategies to Stand Out and Win Volunteers Guest Speaker:

Jocelyne DawCo-Author, Breakthrough Nonprofit Branding: Seven Principles to Power Extraordinary Results

Wednesday

February 22, 201210-11 a.m. PT (1-2 p.m. ET)

https://www1.gotomeeting.com/register/529595568

February BPNs

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February BPNs

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Green The Team: How To Create A Healthier, Happier, More Profitable Workplace Through Effective Employee Engagement Programs Guest Speaker:

Raphael BemporadFounding Partner & Chief Strategy OfficerBBMG

Wednesday

February 29, 201210-11 a.m. PT (1-2 p.m. ET)